Is the merger necessary? the interactive effect of perceived necessity and sense of continuity on post-merger identification
The changes experienced during a merger often reduce post-merger organizational identification among the workforce, thereby undermining the strategic goals of the merger. While previous research has shown that employees' post-merger identification suffers less when they experience a sense of continuity, the current article explores methods of preserving post-merger identification even when employees experience a sense of discontinuity. It is hypothesized that for these employees, the perceived necessity of the merger strongly influences post-merger identification, because a sense of necessity can reduce the uncertainty that typically inhibits post-merger identification. A field study is presented (N = 144) to support this hypothesis. Finally, implications for the organizational pre-merger communication process are discussed.
|Keywords||necessity, organizational merger, post-merger identification, sense of continuity, uncertainty|
|Persistent URL||dx.doi.org/10.1177/0018726711406979, hdl.handle.net/1765/25719|
Giessner, S.R.. (2011). Is the merger necessary? the interactive effect of perceived necessity and sense of continuity on post-merger identification. Human Relations, 64(8), 1079–1098. doi:10.1177/0018726711406979